Look Up: What Was Entrusted To You? Pay Attention

Philando Castile The System Is BrokenLook up and see those who are coming from the north. Where is the flock that was entrusted to you, the sheep of which you boasted?” -Jeremiah 3.2

Look up and notice

with open minds and open hearts
Put yourself in the shoes of an opposing view
Pay attention and listen to those sharing their reality
They have something to say. Their experiences are real.
Their voices matter. They are suffering in despair
They deserve to feel heard. To be heard.

Are you listening?

Because when someone says “I am hurting
The only appropriate response is; “Tell me more, I am listening
Be patient; consider that the first story may not be the whole picture
Be open to new information, in a world full of endless possibilities
These things together will expand minds, hearts and our world

Look up and look around

We continue to see repeated patterns we know exist
Minimizing them torments our intelligence
The idea “if we don’t name it, it can’t exist” is excruciating denial
Inaction leaves us feeling stuck in perpetual wait
What are these patterns trying to tell us?
They are saying that idly standing by is no longer enough
They are directing us to take a stand and to do something
They are making it clear that we have so much more to learn from one another
When different views come together, they merge to create new knowledge, and that is a good thing. I have never known a time when we didn’t need ideas to continue to evolve

 

Entrust: to give someone the responsibility of doing something or of caring for someone or something  (Merriam-Webster)

  • Police officers are given the responsibility of protecting people, property and the law
  • Humanity is given the responsibility of being kind and compassionate to one another

Look Up2Look up:  Today, Philando Castile, who was killed last week in Minnesota by a police officer, will be laid to rest. Say his name. He is not the first and sadly, will not be the last. Let’s work towards coming together and leaving our differences behind.

Pray for these families, because they are our families. Our families are hurting.

Pray for parents of young black men and women, who are faced with presenting a balanced view about systemic injustice, because the dialogue is very complicated. May they be given the words to adequately conduct constructive discourse in a loving manner so that it leads all of us towards the right solution, together. It is time to set our differences aside because we owe it to ourselves, and one another.

I want to hear from you. Please leave your comments and thoughts below, and thank you for visiting my blog.

Sparkles, S’mores and Land that I Love | Happy 4th of July

Smores Fourth of July NostalgiaI love the Fourth of July (or Fourch of Guly as I said when I was little), it makes me feel a bit nostalgic. One of my first 4th of July parades I remember being sad because I wasn’t fast enough at getting candy and I’m sure there were one or two thoughtful kids & parents who saw that and walked over to make sure I had some. Then there was the first parade I was in with my sister where we both wore costumes and tap shoes from dance lessons. My mom told us to march holding our batons with one hand lifting them straight up and down with each step and of course, we thought it was a great idea.

As we grew older, we were blessed enough to spend the first two weeks of July up north with my dad and dear friends at Crane Lake in Voyageurs National Park on the Canadian Border. The only way to get to the cabin was by boat. Imagine hauling 3-5 adults, 5-7 kids and a dog, 2 weeks worth of food, clothing  and fresh water for drinking. Sometimes it would take 2-3 trips and the boat would be so heavy the waterline was about a foot below the top. While we did have a short wave radio to hear the closest weather reports and listen to the international time, we did not have phones or television and we actually learned to appreciate that.

It was there we explored the chain of lakes where water is so clear you can look 15+ feet straight down and see the bottom. We learned how to water ski, responsibly shoot guns at targets, become great fishers and use a filet knife to clean and prepare our catch. At night, my dad would bring Crane Lakeout his guitar and we sang songs together around the fire, roasted marshmallows for S’mores and later hear the cracking and snapping of the fresh burning wood. Some evenings we would go out “on the rock” and enjoy the sunset, seen in the picture to the right. I would close my eyes and take in the fresh smell of the Norway Pine trees and burning fire. I would listen to the water lapping up on the shore, loons, seagulls or a boat humming in the distance. It was heaven on earth.

After fourth of July celebrations in the small town across the water, we would take the boat to the middle of the lake, cut the engine, watch the fireworks and have rich conversations about freedom, life or whatever was on our minds. It was there we discovered breathtaking views where stars are so clear you could see them sparkle right down to the horizon. In a good year, we could see the northern lights dance, displaying colors of green, blue and red.

I’m grateful for the people and all of those memories we created together. It shaped me in growing a deeper appreciation for this land where we live. Today, I think about so many people around the world who don’t have the same choices we do. I celebrate the fact that we are so fortunate to be citizens in a country where we have freedom to express ourselves, choose to practice our faith, celebrate diversity, practice servant leadership,  be educated and to make a difference in the lives of others. Wishing you a very happy Fourth of July.

I would love to hear your thoughts and experiences about how this day has shaped you. Please share below and thanks for visiting my blog!

“I AM” and “SPIRIT” In Sync With One Another #FierceForward

Fierce Forward - I AM and Spirit = Parters

I AM – two of the most powerful words you could ever declare to yourself. This is your declaration, your choice to stand in your power and allow your vision to come to reality/ #FierceForward

SPIRIT – Your truth. Freedom is found when you live you truth and let your spirit live out loud. Do not hide. Do not deny your truth. Do not let her stay quiet. Go forward, fiercely and let your SPIRIT lead the way. #FierceForward

Knowing who we are and being grounded in our truth are at the core of what teaches us to be great leaders and even better human beings.

These bracelets are handmade using African Trade Beads to support women in Africa. They are special because they support a worthy cause and they were an authentic gift from someone whose friendship means a great deal to me.

This post is inspired by The Weekly Photo Challenge themed: Partners: Whether two of a kind, or ten, give us subjects that are in sync with one another – show us partnerships.

Learn more about #FierceForward at fierceforwardforlife.com

Enterprise Change Management w Organizational Agility as Strategy

I recently met Tim Creasey, who facilitated two days worth of advanced change management certification workshops, a change summit and round table discussions for The Minnesota Change Management Kakie Fitzsimmons and Tim Creasey during Prosci Advanced change management workshopNetwork. We had rich discussions about the past, present and future of Enterprise Change Management and Organizational Agility as a strategy.

On the first day, an executive breakfast was held at Target Corporation where Tim broke down change management as a capability into four eras that included pre-1990’s, 1990’s, 2000’s and 2012 and beyond. He then went on to discuss the topic of Organizational Agility as a Strategic Imperative. He presented different definitions of agility, along with the many pillars various enterprises use to build agility in institutions along with the diverse ways they think about what it means to be agile. A huge take away was a shared concept of thinking about agility as a state of being.

One good question that Tim asked was “How many projects in your organizations impact just one area?” Of course, the response from the crowd was laughter and then our small groups led to rich discussions about complexity that encompasses market volatility, increased amounts of information and communication, varying levels of leadership commitment, how are changes triggered, launched and funded, different ways change is governed and whether it is integrated into an organizations governance structure, we talked about ways to find the pockets of support that can exist in organizations, change and project methodologies, maturity and application of change and project management, deciphering and translating how different leaders are interpreting what the same change means for them.

In Enterprise Change Management, we integrate change into projects, programs and across releases, which means there are three very important words to take in context when working to obtain executive buy in.

  1. Context_Gap_between_what_Project_&_Change_Management_DeliverContext – the way we have conversation about change management should be relevant to that person, so when we tell a story it must be in a context that matters to them. This is why it is essential to have the ear and attention of executive sponsors early in the process, because how they are processing what the change means is critical to the way we will work with them. It is easy to say that we focus on the people side of change, but that means different things to a lot of people. Employee engagement? Morale? Training? Communication? While all of those factors may be important to senior leaders, it will mean more when we stay focused on their desired outcomes that demonstrate what we deliver, how we will integrate change to ensure it is sustainable so realization of benefits will add value to the organization. ROI, results, etc. All of this context is important because according to Prosci’s annual benchmarking research on change, the greatest overall contributor to project success is active and visible sponsorship.
  2. Language – How we talk about change and how we tell the story of change management matters, so we need to make it a point to understand the language used in the organization. Many will agree that using too much “change management terminology,” (academic or otherwise), or throwing change curves in front of people results in that look where eyes are suddenly glossed over and we have lost them.
  3. Problems – It is essential to have clarity in understanding the problem they are trying to solve, because if we are there, it isn’t that they don’t have change management. What is their expected return on the initiatives? The killer questions of what the Return on Investment (ROI) % will depend on how change behaviors are adopted by people in ways that will make it sustainable.

Monitoring and measuring people change and organizational change is different, so it is imperative we create sponsor road maps and use them as guides to remind sponsors, steering committees and our change networks how to scan the environment, maintain awareness of who takes action during each project phase. These road maps also will be a coaching to for how to identify, address and correct resistance. They will lay out tools to build individual competencies for Executives, Senior Leaders, Middle Managers and Supervisors as well as Front-Line employees. It is critical to pair that with ensuring consistent messaging, from the right sources at the right time.

Standing in the Future.”

Tim asked to imagine that three years from now we have been identified as the most change competent organizations in our industry. In small groups we wrote and shared short descriptions of what we would see if we walked around in our environments at that time and the descriptions were positioned as “We statements.”

Some of the comments I heard when we shared as a larger group included the following

  1. We have a change management capability in and across organizations
  2. We have change and project management capabilities that are mature and aligned
  3. We value creativity and innovation as part of the change management capability
  4. We have dedicated change resources and change management curricula that leads to career paths
  5. We create our own future and are empowered to make decisions and innovate
  6. We know how to help leaders position the change in ways that get all people impacted by the changes excited because they understand what is in it for them
  7. We partner with sponsors and steering committees as a unified team to drive the change
  8.  We have transparency where people have permission to speak with candor without fear of retribution
  9. We have robust data about feedback to people and performance
  10. We are using common language
  11. We have increased adoption and minimal resistance to change
  12. We celebrate success

It was a great session and a pleasure to meet Tim and his team. We look forward to having him visit again!

Tim Creasey is Chief Innovation Officer at Prosci and the has played a key role in developing extensive research, methodology and capturing best practices as the lead analyst for many of the Prosci benchmarking studies.  Tim is a dynamic international speaker and thought leader on the topic of change management. He is also author of “Change Management: The People Side of Change.”

Do you have additional “We” statements you would add? Please leave any thoughts or comments below and thanks for visiting my blog!

Forming the Basis for Revolutionary Change in Organizations

Many of our traditional business system models have evolved out of the industrial age and are no longer relevant. As a result, we need to adjust paradigms towards a new way of thinking. We will refer to this new thought process as the “emerging mindset“.

Today’s businesses are in a constant state of flux, adjusting in ways that entail combinations of reacting to unplanned fires blended with strategic planning. The external economic atmosphere is changing so fast that often, internal environments are unable to keep up, making organizations complex and more vulnerable than ever. Our world has seen intense progression in technology as of late, pushing us into a mode of hyper-connectivity, creating new open global capital market economies and new business models, impacting internal and external environmental factors in organizations. As a result, many businesses that were in place five or even ten years ago have ceased to exist. Many organizational  cultures are in the midst of punctuated equilibrium we refer to as Revolutionary Change as they attempt to seek the right amount of stability. 

The emerging mindset will need to constantly scan what is happening on the outside, monitor the expectations of behavior complexity, maintain alignment of strategic direction and plan how to begin the momentum in ways that get everyone participating and excited about a new vision for the future. The new mindset will need to continue asking what can be done differently and whether anything is being missed. The consequences of not doing so have far reaching implications. 

Factors Involved in Revolutionary Change

Revolutionary change happens when something shakes an organization, presenting a clear need for a major overhaul, which will change the culture because the enterprise will never be the same again. Revolutionary and constant, accelerating change are not the same thing because accelerating change evolves. (Hence the term, evolutionary change). Revolutionary change is not linear or constant. It is chaos that disturbs the organization and leads to reshaping of its culture. Examples could include an unforeseen crisis, a merger or acquisition, new leadership comes in and changes business models and structure of organizations change, which may involve the process of forming a new vision and mission.

The emerging mindset would view revolutionary change as an opportunity for all people impacted by the change to provide input so they feel they are part of the process and are building a future together.  The way the change is led will set the tone inside and outside of organizations. When entities shift, it takes place in a context that surrounds human capital, which means the ways people respond in different environments are not predictable and how individuals interact individually and collectively will vary. It will be essential to observe social systems across many groups with varied norms. Radical change will introduce a broad array of issues that include managing resistance and emotions. The emerging mindset needs to keep in mind that employees have their own external factors they bring to work with them every day. Some of these issues could involve financial challenges, family conflict, supporting young children, caring for aging parents, striving to find the appropriate work life balance, and more.

Table 1 Systems affecting employee powerSystems affect employee power[i] because human capital has a broad array of needs and wants. (See table 1). Enterprises consist of one or many social systems with established rituals and decision making processes. The executive intellect will establish the climate for all of the relationships that go in, out and through the organization and feedback will come from it. That creates a framework and is an ecosystem by itself.

Revolutionary change presents opportunities to re-evaluate effectiveness and configuration within an organizations deep structure of each division as well as the human capital that adds the most value. The talented emerging mindset realizes this is the time to capitalize on that and build social bridges by understanding who are the connectors, mavens or salespeople.[ii]

The emerging mindset will determine how to respond through the constant tension across technology, operations and sales.

Strategies to prevent negative entropy will be a factor. How will the company entice, inspire and maintain talent to include a broader definition that is a blend of five areas that combine compensation, benefits, work-life balance, performance and recognition along with development and career potential?[iii] How these issues are addressed and presented to members in the enterprise will set the tone for employee morale, attitudes and momentum towards the vision. Communication must remain open, linking to organizational structure and culture while understanding that at the center is the emerging mindset, its capabilities and abilities. It will be important to pay attention to that context, not ignoring frustrations and encourage mentor, mentee relationships because organizational change is not a linear process. (p282)

Forces Interact to Impact Open Systems

The emerging mindset personality, how they are perceived, how they receive information, interact with others and communicate change will establish how those in the organization will be impacted and adjust. Revolutionary change begins with considering the system as a whole and examining each individual part. When something in an organization changes such as processes, policies, procedure or structure, a few parts will evolve and others will eventually be affected. It is imperative the emerging mindset know how to position and communicate revolutionary change. Planning for radical change requires mapping out thoughtful messaging by understanding how the past is affecting the present and what the future will look like. It creates a story and will help all in the organization have context for the vision.

Emerging mindsets will understand the inputs, outputs and feedback that will come by scanning the social and political landscape to deepen relationships by understanding what is important to employees in ways that are authentic, and lead with that. While rewards may be one component of revolutionary change, an article by Luthans and Stajkovic, demonstrates reinforcing behavior for results is more successful than pay for performance[iv].   The emerging mindset can leverage this information to take swift action, then develop and point workers in the direction of the vision. Empowering workers to make good business decisions will help them feel more creative and part of the solution. When this occurs the result is more involvement and increased commitment.  As employees go through change, leader behavior will be observed as well, so being centered and doing self-examination by paying attention to one’s own emotional intelligence and moral compass because they will play an important role.

The goal and vision must be clear, direction understood and messaging consistently repeated.  Announcements, communications and series of events should create a sense of urgency and be thoughtfully introduced with a tone of optimism that can get employees excited. Forming strong advisory coalitions for each division in an organization with subject matter experts will demonstrate a sense of order and that the work is already underway. If resources feel they have input towards the intended outcome and are part of the solution, buy-in could occur with minimal disruption. Response will also tend to be favorable if there is a way to celebrate, create rituals, establish norms and provide enterprise wide sensitivity or change management seminars facilitated by a 3rd party. Bringing people together from different areas creates open source opportunities where ideas merge and new knowledge is formed.

Governance, departments, groups and individuals have power. Systems interact with their atmosphere, but the process of organizational change originates and winds up in the hands of the external environment. A system’s ability to thrive and survive is dependent on it.

Next: The Emerging Mindset – Revolutionary Change

Do you have thoughts, questions or comments about this kind of change? Please leave a comment below and thanks for visiting my blog!

[i] Luthans, F., & Stajkovic, A. D. (May 01, 1999). Reinforce for Performance: The Need to Go beyond Pay and Even Rewards. The Academy of Management Executive (1993-2005), 13, 2, 49-57.

[ii] Gladwell, M. (2000). The tipping point: How little things can make a big difference. Boston: Little, Brown.

[iii] Forrester, R. (August 01, 2000). Empowerment: Rejuvenating a Potent Idea. The Academy of Management Executive (1993-2005), 14, 3, 67-80.

[iv] World at Work: Total Rewards Model. pp. 1-8. 2008. World at Work, (8 pages).

The Emerging Mindset – Revolutionary Change

The purpose of this post is to explain the four cornerstones of an emerging mindset that would form the basis for determining a revolutionary change in an organization.[i] We define the term “emerging mindset”  as a series of assumptions held by collective intelligence in an organization that embraces new ways of thinking. The emerging mindset has four cornerstones which include

CONSCIOUSNESS IS CAUSATIVE: Emotional and social dynamics are part of organizations and when change is introduced, this lens becomes more pronounced. Leadership must set the tone focusing on communication strategy and messaging with a sense of urgency that is optimistic and gets people excited about opportunities. The way change will be planned, introduced and positioned is critical and this process should include explaining the following:

  • What needs to change
  • Why it needs to change and the impacts to people
  • Address anxiety with transparency and enthusiasm
  • Paint a clear picture of what the outcome will look like
  • How results will tie to rewards

ABUNDANCE: This is where energy, inputs, throughputs and outputs are constant and required in order for the organization to remain sustainable. Often, this activity is a good tool to reassure employees that extensive planning has taken place to ensure the company has the resources to carry out the change successfully.

RELATIONSHIP AND WHOLENESS: This takes into consideration that the system has moving parts within it, all of which are interrelated, making up more than the sum of the parts.

CONTINUOUS PROCESS: All of the forces, progression and processes are constant

Industrial and Emerging Mindset Comparicson Revolutionary ChangeBurke explains revolutionary change as an unexpected event or activity which makes it clear a new mission, vision and strategy of a business are imminent. This accelerated change could be a form of punctuated equilibrium, which occurs between long periods of the being in steady state and requires a call to action in order for the enterprise to survive. Examples of revolutionary change might include a spin-off, merger, acquisition or significant alteration in the organization’s products or services. It could also be the result of an economic episode similar to the events of 09/11 or the market downturn of 2008.

My next blog post will discuss details about forming the basis for revolutionary change and how emerging mindset influences interact to impact open systems.

Do you have thoughts, questions or input? Please leave a comment below and thanks for visiting my blog!

[i] Burke, W. W. (2008). Organization change: Theory and practice. Los Angeles: Sage Publications.

The Industrial Thinking Mindset

Dance_Reflect_Move-1The industrial mindset has been much of our world view since the mid-1700’s and many of its scientific breakthroughs evolved out of Newton’s laws of motion[i] where forces act respond. Everything is in motion and process dynamics influence results. For generations, organizations have been built and have operated out of this concept. The industrial thinking approach is a dance which has four basic characteristics.

  1. Productivity & Perception: Focus on productivity first because scientific efficiency maximizes productivity. Individual thoughts and perceptions are not valued and as a result, attitudes, beliefs, feelings, values, intuition or things which motivate people aren’t important.
  2. Scarcity exists everywhere and assumes that there are solutions and resources, but they must be found.  Focus on things that aren’t working, taking on a perspective of inefficiency. (resulting in attitudes of defeat.)
  3. Isolated measures happen because it is easier to see the things that make up the system, instead of how they relate to one another. An example of this would include silos or departments in organizations. It is easy to see what makes up the system, but it is harder to see how they relate to one another because it is a lot of work to isolate reality into smaller and smaller parts. The challenge lies in answering the question; “How can these parts work together to ensure the whole system wins?” As opposed to fighting for my budget over yours. (see table below)
  4. Disconnected incidents. Change happens in separate episodes, so we can provide assessments at any given moment and analyze where the organization is at a point in time. Isolating each of these pieces across time could discount the process nature of change.

Change Management Isolated Measures as Part of the Whole

Change practitioners often refer to delta as evolutionary, transactional, operational or transformational. In more recent years, a newer emerging mindset has evolved that would form the basis for revolutionary change in an organization.[ii] Revolutionary change is larger than transformational change and occurs in a different way, which will be covered in a series of posts as a follow up to this one. It is a dance in a world of continuous motion and evolution. More importantly, it requires thinking differently about organizational agility because entities with this capability will possess a competitive advantage.

Please feel free to leave comments, thoughts or perspectives below! Thanks for visiting my blog!

[i] Jacob, M. C. & Stewart, L. (2004). Practical matter: Newton’s science in the service of industry and empire, 1687-1851. Harvard University Press.

[ii] Burke, W. W. (2008). Organization change: Theory and practice. Los Angeles: Sage Publications.

Next: The Emerging Mindset – Revolutionary Change

Weekly Photo Challenge Photo Details theme: Glass.  Distortion=7. Smoothness=4. Texture: Blocks. Scaling 78%

Things Change, People Transition: Change as a Process

In general, change isn’t complicated, but it is complex. In its simplest form we use terms like; to alter, shift, adjust, move, switch, transfer, etc. Change is a transformation or transition from one phase, condition, or state, to another.

From a change management perspective, assumptions that each individual impacted by a new initiative will always experience change on time, on budget and on schedule, is flawed, because this approach lacks context and doesn’t always consider the people side of change. It may not consider outcomes and results after the change or ask what behaviors need to change and be sustained. Organizational and personal change have to be approached and measured differently because people embrace or resist change differently. No two are alike.

Organizational and personal change have to be approached and measured differently because no one will embrace or resist change the same. Individual Response to Change Management BestBehavior doesn’t happen in a predictive order and as a result, it is imperative to think about change as a process, rather than a project.

Things change. People transition.

The change curve was created in the 1960’s by Elisabeth Kübler-Ross as a way to explain the grieving process. Over time, it has evolved as a tool to help people understand responses and reactions to significant change. Since change is a non-linear process, some people may take two steps forward and one step back along this curve for a number of reasons. Some examples might include:

  • Assumed or no role clarity for the change
  • No visible support and commitment from leadership
  • Lack of project, organizational and individual change integration
  • Those impacted do not feel they have had input into the process
  • Leaders and/or impacted people are not engaged
  • No consistency in change messaging formats, channels and frequency
  • Lack of transparency about why the change is happening
  • People impacted don’t understanding of “What’s in it for me?” (WIIFM)
  • Business readiness or training may have limited or no understanding of adult learning theory application
  • People don’t feel permission to speak with candor
  • Past performance with organizational change could create assumptions that history will repeat itself
  • Impact on current role and/or fear of losing a job

There are countless strategies and tools we can use to help us to understand where people fall on the change commitment curve and then subsequent strategies to take corrective action. As change management practitioners, we focus on results, outcomes, reinforcement and realization of benefits (including ROI), for the people side of change. We do this using a structured, yet flexible set of tools, processes, skills and principles to achieve the required goals of projects and initiatives.

What challenges and approaches have you experienced or used to help bring people impacted by the changes along for the journey?

Please leave a comment below. I’d like this blog to be a forum where people feel comfortable sharing what they agree or disagree with along with best practices or key learnings.I will honor desired anonymity, so if you would like to leave a response without having your name listed, please feel free to let me know. Thank you for visiting my blog!

Engagement: Integrating Change Management with Project Plans

Change Management and Project Plan IntegrationFocusing on the people side of change is arguably one of the most important tasks as we begin phase one of preparing for a change initiative. In early phases of a project, we are seeking to understand the nature of the change and preparing the organization for it. Exceptional change management works when we partner with leadership to ensure timely and consistent messaging, early and often.

According to Prosci’s annual benchmarking research on change, the greatest overall contributor to project success is active and visible sponsorshipAs facilitators’ of the change, we have the unique opportunity to bring sponsors along on the journey at this point, so they understand why their role is critical in mitigating resistance, driving uptake and ensuring positive end-user adoption. We also can provide them with coaching and tools needed to carry out their roles throughout the change process.

As we move towards phase two, managing the change, we need to think about how we are going to engage the project manager for discussion to integrate change deliverables and change activities into the project plan. Building rapport starts with laying out the process of how we will prepare for, manage and reinforce the changes. It is the perfect way to set up role clarity and frame desired outcomes; while ensuring a shared vision.

What is your integration approach in partnering with the project manager for these discussions? Please join the conversation and share your best practices below. I look forward to hearing from you. Thanks for visiting my blog!

Advanced Change Certification Opportunity in Minnesota – Feb 18-19th

Advanced_Change_Management_OpportunityI am excited about a rare opportunity I wanted to share with my readers. February 18th & 19th, the Minnesota Change Management Network (MNCMN) is hosting a once in a lifetime chance for anyone interested in the people side of change, to participate in conversations, hear and share best practices and receive training about navigating advanced change management at the enterprise level.
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MNCMN is bringing in Global Change Management Thought Leader, Tim Creasey, to host advanced change management certification workshops through Prosci®. Below are high-level details and a link for more details about the agenda and how to register. 
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February 18th & 19th Professional Development Days Agenda:
1. A conversation about the current state of Organizational Agility as Strategy (Executive Breakfast)
2. Creating a roadmap for building an organizational change management capability (Roundtable)
3. Building a business case for change management (Change Summit)
4. Building organizational agility through enterprise change management (Advanced Workshop)
5. Creating a change scorecard (Advanced Workshop)
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For more information, visit the Minnesota Change Management Network Website and select “events.”
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I hope to see you there!

Individual Change Commitment for Increased Adoption

Some days I have a “love-hate” relationship with blogging because it isn’t a clean, cut and dry process. Although I have an idea of what I want to write, it takes time to figure out how to put the words together.

Bird by Bird,” a book about writing by author Anne LaMott, contains a brilliant piece called; “Shitty First Drafts” (SFD) where she explains why the first draft we write is always the worst. It is usually longer than it needs to be, it may not flow well, etc. Towards the end of this excerpt, she states; “Almost all good writing begins with terrible first efforts. You need to start somewhere. Start by getting something — anything — down on paper. A friend of mine says that the first draft is the down draft — you just get it down. The second draft is the up draft — you fix it up.

In her book “Rising Strong,” Brene Brown applied Anne’s concept of SFD to our behaviors, which I believe could be an interesting application in change management resistance. For Brown, an SFD is the first story we make up in our heads before we have all the information needed to be pragmatic about the real story. When we realize we have an SFD, she recommends asking ourselves other questions such as:

  • What do I know objectively?
  • What more do I need to learn and understand about the other people in the story?ADKAR Individual Change Commitment Progress
  • What more do I need to learn and understand about myself?

The concept of an SFD as applied by Brown aligns with how people handle change individually in the workplace. When we are in phase 1: preparing for change, collaborative conversations center around outcomes so we have a clear definition of what successful change will look like for organizations and individuals. During this time, we identify change qualities, assess the organization, integrate change into the project plan, select a change sponsorship model and more.  This post focuses Prosci’s individual change management model, ADKAR® which is an acronym based on the five building blocks for change that include:

  • AWARENESS of the need to change
  • DESIRE to participate in, and support the change
  • KNOWLEDGE of how to change (and what the change looks like)
  • ABILITY to implement the change on a day-to-day basis
  • REINFORCEMENT to keep the change in place

This model is linear and there are tools to assess where people fall in the commitment process. Our goal is to make sure end users have to tools to effectively adopt, embrace and reinforce the change so the behavior is sustained post go-live.

It is important to note that there will be groups and people who will move up the change commitment level at different strides, and in various ways. The right coaching plan roadmaps will be a great tool to guide sponsors and stakeholders so they are mentored differently to ensure message positioning is coming from the right channels and gets everyone excited. Increased adoption occurs when each group understands the current and future state, the business need for the change, how they will be impacted and what is in it for them to incorporate the new behavior(s), etc.

Please share stories, challenges or remedies you have used to deal with resistance to change.

If you would like to remain anonymous, just let me know in your post and I will be sure to honor that. Join the conversation and thanks for visiting my blog!

Top 15 Astounding Quotes on Change Management

ChangeManagementQuotesInformation

This week over at The Daily Post’s Weekly Photo Challenge, Michelle Weber asks us to: “let the alphabet be your inspiration.” I took this picture at the James J. Hill Business Library, in Downtown St. Paul. I love the charm historical intrigue that is felt as soon as I walk in the door. The architecture is astonishing and I love doing research within its walls.

The alphabet inspires us in writing, words, books and more. Below is a list of 15 quotes about change management that I like and believe would be great for any presentation.

It is not the strongest or the most intelligent who will survive but those who can best manage change.” – Charles Darwin

Proactive change is a function of a gap between managerial intent and the reality they see now or in the future.” –  Michael Beer

You can’t build an adaptable organization without adaptable people – and individuals change only when they have to, or when they want to.” -Gary Hamel

Throughout human history, people have developed strong loyalties to traditions, rituals, and symbols. In the most effective organizations, they are not only respected but celebrated. It is no coincidence that the most highly admired corporations are also among the most profitable.”  – Rosabeth Moss Kanter

Change in any part of a system impacts all elements of that system: Products, Processes and most importantly People. The impact of each of these elements must be considered before a change initiative is engaged and then continually during the change management process.”  – Malati Marlene Sinazy, MEd (1)

Without change there is no innovation, creativity or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable.” –William Pollard

The ability to anticipate, manage and capitalize on pervasive change is often the difference between market leadership and extinction.”  – Hillary Bland IBM

Culture does not change because we desire to change it. Culture changes when the organization is transformed – the culture reflects the realities of people working together every day.” – Frances Hesselbein

To bring about successful change, it’s important to understand the key drivers for the target audience affected by the change so you can design appropriate interventions and ensure the change works for most of those affected.” – Dave Webber (Source: Bob Little, MindTools )

Successful change leadership teams build a clear plan that can be easily shared in order to start creating movement, in order to overcome the inertia of the organization, and then they focus on building and sustaining the momentum necessary to realize the desired transformation, whether that is a “BIG C” change or a “little c” change.”  – Braden Kelley (1)

Your success in life isn’t based on your ability to simply change. It is based on your ability to change faster than your competition, customers, and business.” -Mark Sanborn

We now accept the fact that learning is a lifelong process of keeping abreast of change.  And the most pressing task is to teach people how to learn.” – Peter Drucker

Acceptance is not a state of passivity or inaction. I am not saying you can’t change the world, right wrongs, or replace evil with good. Acceptance is, in fact, the first step to successful action. If you don’t fully accept a situation precisely the way it is, you will have difficulty changing it. Further, if you don’t fully accept the situation, you will never really know if the situation should be changed.” –  Peter McWilliams

“Change has a considerable psychological impact on the human mind. To the fearful it is threatening because it means that things may get worse. To the hopeful it is encouraging because things may get better. To the confident it is inspiring because the challenge exists to make things better.”  – King Whitney Jr.

It follows that acceleration in the rate of change will result in an increasing need for reorganization. Reorganization is usually feared, because it means disturbance of the status quo, a potential threat to peoples vested interests in their jobs, and an upset to established ways of doing things. For these reasons, needed reorganization is often deferred. With a resulting loss in effectiveness and increase in costs.” – Niccolo Machiavelli

Do you have additional quotes to add? Please join the conversation by sharing them below, I look forward to hearing from you, thanks for visiting my blog!

(1) Source: Peter Orban OrgMapper Blog

Circles of Meaning

Once in a while, I like participating in the “Weekly Photo Challenge” over at The Daily Post. A new meme comes out each Friday and I think about the proposed topic. I wonder what I could say about it and what my readers will be interested in as well. This week, Cheri asks us to let a shape, a circle, inspire us.

Circles Change Management Business TimeI took this picture at the James J. Hill Business Library because it had a certain old world charm that grabbed my attention. I like the concept of time as it relates to the evolution of knowledge throughout the ages.

Circles have been used metaphorically since the beginning of history. In many cultures, they represent unity, enlightenment, divinity and protection. At first glance, a circle can seem simple, yet they are one of the most common and universal signs used throughout history of the world.

Circles have symbolic use in divinity: For example, with Taoism the Yin Yang image embodies two forces in the universe that are opposites that balance one another. Hinduism uses the Dharma Chakra to represent the wheel of law that leads to enlightenment. Artists have used halos in Christianity and Buddhism to symbolize light and holiness. Paganism circles exemplified supernatural forces, and in ancient times Celtics stood inside of circles for protection.

Circles are symbols of inclusiveness, wholeness and eternity because the continuous line characterizes something with no beginning and no end.  They also represent completion or “coming full circle,” as in starting where one began. Circles often remind us about the cycles of life, years, seasons, days, minutes, hours and of course, TIME.

In business we use circles in many ways. In meetings, we sit in circles, in flow charts, circles show beginning or ending of processes, we move in cycles from centralizing to decentralizing something away from or to something else. We also assume many things in business happen in linear patterns, which is not the case. A circle could be a way to make the case for this.

In change management, we can think about circles as cycles of behavior. We evaluate and measure individual change differently than organizational change because successful organizational change happens when individuals deliver and sustain the new behavior.  Our focus is to change old ways of thinking by providing various levels of coaching guides and tools for leadership, Circles of Concern Influence Change Controlstakeholder and sponsors during different stages of projects.

We provide assessments to mitigate resistance to change because we understand that behaviors happen in cycles or patterns. One example of many, might be to leverage Steven Covey’s “Circles of Influence” model (where appropriate) for conversation about what we control, influence and have concerns about.

When we integrate change management with project management, studies have proven it leads to higher levels of success such as increased in adoption rates and sustaining of new behaviors.

Are there other ways you see circles used as symbols in business, project and change management? I’m looking forward to having you join the conversation. Thanks for visiting my blog!

 

Gathering

GatheringOver at The Daily Post, the theme for this week’s weekly photo challenge is posed by Krista, who asks us to document a gathering and share our interpretation of it.

Consider the different ways we can think about the word; Gathering as in material things we can see and touch. Gathering as in knowledge or information we get from various sources. Gathering as in symbolic ritual like celebrations or at places of worship. Gathering as in shared experiences like school plays or concerts. Gathering as in complex systems, where everything is related to everything else. Many may argue that there are interdependencies and that  we can’t refer to one type of gathering without taking into account all the others.

Regardless of the kind of “gathering” we refer to, each person gets to decide which definition (singularly and collectively) is the most important to them.

In life we gather things that we don’t get to take with us when we leave this world.

At work, we gather reports and data. We gather at meetings or to network.

In change management, gatherings are significant because they are considered as a type of symbolic ritual that can help bring a group of people together and move them through transition, from one stage to another.

In communities, we gather to celebrate, to educate, to worship, to grieve, and to share experiences.

Mentally we gather knowledge and information.

Emotionally we gather our thoughts.

At home, we gather as families to make sense of this world. We come together to teach, learn, share, grieve, grow, pray, laugh and to love. We create memories and meaningful experiences that leave legacies.

Do your organizations use the concept of “gathering” as a symbolic tool to move people through change? My wish for you; may your gatherings bring significance to whatever is important in your personal and professional lives.

Please feel free to share your thoughts below and thanks for visiting my blog!

Appreciation as Fuel

Fire at Kidani VillageSo I was staring at my computer screen and had an epiphany. The only thing I was processing was a blank stare, and I knew I had to get out to clear my mind. This month Minnesota is on target to experience the warmest December in history and on this day, it was just 31 degrees. I knew feeling the fresh air on my face was just what I needed because I do my best critical thinking when I am walking outside. I grabbed my walking shoes and was quickly out the door.

Feeling the crisp, cool wind on my face, set the tone for this stroll and got me thinking about gratitude. A simple thank you goes such a long way and can be a ritual that begins a chain reaction which may surprise you. Appreciation is fuel that warms people, inspires them to pay it forward and doesn’t take much extra effort.

Research has shown that expressing thankfulness increases confidence, connection and feelings of competency. Engagement matters and when we find little ways to express appreciation it sends the message  “I see you” and it promotes team work and improves the sense of community. I like to think of gratitude as a multiplier because it increases emotional well-being and improves productivity. That, in turn, leads to innovation and creativity, which is when we do our best work.

I have a board on Pinterest called “Appreciation, which has some thoughtful ideas for expressing gratitude.

Take a look and let me know what you think. I want to hear from you. How do you show appreciation?

Please share your response below and thank upi for visiting my blog!

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