Change Management Workshop

Change Management
Presented by Andrew Cahoon

9/10/2009 1
Presented by Andrew Cahoon: andrew.cahoon@gmail.com 512-968-5401,

Introduction
 Thank You !
 90 minute Journey into Change Management
 Facilitators:
 Mike Leamon
 Chad Zepernick

 Andrew Cahoon

 Christine Lambden

9/10/2009 2

Agenda
 Setting the stage – 30 min
 Simulation Exercises – 30 min
 Debrief
D b i f / Q&A – 30 mini

9/10/2009 3

Level Set Definition
Change Management
A structured approach to transitioning
individuals, teams, and organizations from a
current state to a desired future state.
Includes organizational and individual
change management models, which
together are used to manage the people side
of change.
(paraphrased from Wikipedia) -

9/10/2009 4

Learn and Do
Mike Leamon

9/10/2009 5

Theory overload?
Lean, Six
Sigma Emotional
Intelligence
Change
Management
Organizational
What is The Development
Project
P j t Answer?
Management
Agile, Extreme
Programming
Cultural Capability
Change Maturity Model
Integration

9/10/2009 6
Presented by Andrew Cahoon: andrew.cahoon@gmail.com 512-968-5401, © 2009 Mike Leamon Consulting

Change Management Chain of Success

Project
Leadership
L d hi Tools &
Methods
Management
Engagement

Reinforcing
Purpose & Mechanisms
Momentum Communication
&T i i
Training

One broken link leads to project failure

The weakest link will determine the strength of the
progress and results.

9/10/2009 7

The Chain of Success - Detail
Project
Leadership Tools &
Methods
Management
Engagement

Reinforcing
R i f i
& Training

• Humble need • Project • Compels • Recognition • Unobtrusive • Healthy buzz
for change cohesion and participation & support • Fit-for- • Formal &
• Consensus & identity • Maintains • Metrics & purpose informal
alignment • Compelling business rewards • E bl
Enable •MMgmt.t
• Long term Story ownership • Positioning involvement steering
commitment • Tangible • Lots of clout relative to • Fit culture • Experiential
• Financial benefits • Enthusiasm other Training
• Non-zealous
investment • High energy activities
• Emotional • Coaching
• Dedication of • Collective intelligence • Mgmt leading follow-up
key personnel commitment by example

Simulation Setup
 Simulation Overview
 The Company Mission
 Provides environmental consultation to Fortune 500
companies
 The Problem Statement:
 50% sales force turnover is producing unacceptable
customer and prospect knowledge loss
 The Solution
 Collaboration / Knowledge Management Intervention
 Mass transit and car analogy
gy
 The antibodies
 The infectious alternative
 The potential for empowered Collaboration

9
9/10/2009

Simulation Roles:
 Your group: Internal Process Action Team
 “Change Agent” familiarity?
 Mike,
Mike Chad and Andrew represent Bob White
White,
the VP of Sales and your project sponsor
 Answer questions about Sales
 Christine
 The CEO of our company
 Answers ANY question

 Time Keeper (Shhhh
(Shhhh… will be used)
10

Split into Three Teams
 Smalling Services (Andrew)
g ( )
 20 customer facing sales staff
 Midline Consulting (
g (Chad)
)
 200 customer facing sales staff
 Biggish Corp (Mike)
 2,000 customer facing sales staff

9/10/2009 11

Three Exercises
 30 minutes
 10 minutes each
1) Action Team Launch
2) Charter the Project
3) Design the Workshop
) g p
Project
Leadership Tools &
Methods
Management
Engagement

g
Reinforcing
& Training

3 Exercises – 30 min
10 min each

9/10/2009 13

Training Materials f the
for
Change Management
Simulation
Si l ti
Presented by Andrew Cahoon

1
Andrew Cahoon: andrew.cahoon@gmail.com 512-968-5401,

Exercise Narrative Exercise Instructions

Executive management has selected 1 Action Team Launch
1. Find the Project Scope Sheet and read it out
you to be on a Process Action Team. loud
2. Find the list of Other Sales SMEs assigned to
You were hand picked from the your project and quickly review out loud
“disciplined parts of the company” to 3. Find Worksheet 1: Action Team Launch.
help solve a sales problem. The Have one person read the contents of the card
out loud and complete each section of the
Green Consulting Market is so hot that worksheet as a team.
successful sales staff move company
The key to the Launch meeting will be to energize
to company to secure more pay. Sales the team, set up an appropriate methodology and
Turnover has reached 50%! We have establish the right mindset for the project. See how
embarrassing situations where Sales many links in the chain of success you can
smoothly build and balance.
Reps call customers to have THEM
p
educate US on details of our sales 2 Project Charter
1. Find Worksheet 2: Project Charter.
relationship. 2. Again, have one person read the card contents
out loud as the team completes the exercises
Our company mission is to provide and the worksheet

environmental consultation to Fortune The key to the Project Charter is to outline success
500 companies i order to i
i in d improve factors for the project and secure understanding
and commitment from key participants. Healthy
green strategies and image. Our organizations don’t “pass go” if the Chain of
services include: Success is going to break.
• Strategies for decreasing carbon
footprint and communicating
3 Workshop Plan
genuine improvements 1.
1 Find and complete Worksheet 3: Workshop
Plan
• Analysis of impact from future
environmental issues and The key is to architect a rapid high involvement
regulations and providing aid in activity which achieves a shared understanding of
the current state and collaboratively designs the
navigating those changes future state. The room for the workshop is right next
to Bob White’s Office and has been made available
to you for 2 weeks .
Our company is profitable but we are
losing market share as the market
rapidly grows. The sales cycles are
relationship-intensive and typically take
over 6 months to close the first deal.
The
Th average consulting contract i
lti t t is
over $250K.

©2009 Consulting Stance

Project Scope
 Develop collaboration spaces for sales prospects (people we are trying
to sell to) and customers (people who have bought from us) in order to
capture unstructured information such as emails, marketing collateral,
proposals, etc.
 Consolidate customer info from existing disparate locations (personal
hard drives and fil shares)
h ddi d file h )
 Stop the use of legacy storage locations and in order to use the one
stop collaboration shop and establish a single version of the truth.
 Collaboration spaces should allow newly assigned Sales Reps to pick
up where the last Rep left off.
 Well organized should help the Sales rep keep others informed, like an
informed
executive who is about to visit a customer …. Thereby minimizing
internal education time invested by the Sales Rep.
 In the future, this solution will allow reuse of previous proposals,
presentations, etc. across the company (Stop reinventing the wheel)
but for now, focus on just getting people to stop using the old storage
locations and start using the new collaboration spaces.

Please avoid detailed tool or sales process discussions and focus on
what it will take to get people to adopt a disciplined way to manage
customer and prospect knowledge
knowledge.


Other Sales SMEs
All: Mesmerized by email and
crack berries - multi tasking
during meetings historically
leads to lack of real alignment
50,000 Foot Man
can’t see the
details
d il

Bob White, Disagrees with
Take Over the
Meeting Man VP of Sales Everything Man
loves to sidetrack
must be in meetings
charge

Ted Green, Eric Redd,
Director, US Director, EU

Biggest ego in
the building;
runs to the CEO
when thwarted

Lou Pinkton, Harold Blue,
Jeff Black,
“Schmoozy Lou” “Old Hand”
“Top Gun”

Mike Brown, Tom Gray,
Technical Expert Rookie


Worksheet 1: Action Team Launch
Launch is limited to the Process Action Team and SMEs needed for chartering

Do quick introductions around your table: Say your Name and interest in Change Management
1 Choose a “Table Presenter” who will take notes on these worksheets and present for the group

2 The chain of success

How can you use this launch meeting to establish and strengthen some key links in the
Chain of Success?

3 Who conveys what messages for what reason?
During the launch meeting, who communicates the messages above for maximum impact?
(Think about how people should feel after the launch)


Project Reinforcing
g
Purpose & Leadership
L d hi Tools
T l &
Mechanisms
Methods Communication
Management Momentum
& Training
Engagement Chain of Success
Chain of Success provided courtesy of Mike Leamon
© 2002 Mike Leamon Consulting

Worksheet 2: Project Charter
Do we have the needed resources to cross functionally commit with integrity and succeed?

Key player commitment
1
What commitments do you need to ensure success?

Players: Commitment:

2 3
Risks and counter measures? The compelling story

What are the human-side risks facing the project Identify “what’s in it for them?”
and how will you mitigate them?

Field Sales Reps:

Sales Management:

Inside Sales Support:


Project Reinforcing
g
L d hi Tools
T l &
Mechanisms
Management Momentum
& Training

Worksheet 3: Workshop Plan
Design a workshop to understand the current state and plan the future state
1 Consider how remote sites will be able to contribute

Workshop Room Layout
Design the room / open area where collaboration and communication are maximized

2 Multi-day workshop agenda 3 Workshop Preparation
People can resist attending a workshop. How will you
identify the key people and get them to attend and focus?

4 Workshop Follow-up
Who owns action lists coming out of the workshop?
How will you handle lack of post-workshop action?


Project Reinforcing
g
L d hi Tools
T l &
Mechanisms
Management Momentum
& Training

Simulation Wrap up
Wrap-up
Readout from each group

9/10/2009 14

Best Practice Phases
 Launch I
 Charter (maximum: 90 day horizon)
 High involvement design
 Current State Understanding
 Future State Agreement
 Pilot
 Rollout
 Follow up, Follow up, Follow up
 Retrospective / Lessons learned
p

Repeat as needed

9/10/2009 15

Wrap up
Wrap-up Discussion
 CEO Presentation
 Group Readouts
 Change Management Headlines
 “Ah Ha” moments
 What was easy or hard about this activity?
 What might you do differently as a result?
 From your past, what helped your chain of success?
Project
Leadership Tools &
Management Methods
Engagement

Reinforcing
R i f i
& Training

Key readings:
 Everyday Practices of Extraordinary Consultants
(Lambden & Conner)
 Leading Change (Kotter)
 HBR Articles –
 “Choosing Strategies for Change“(Kotter)
 McKinsey –
 “Irrational Side of Change Management “(Aiken and
Irrational (Aiken
Keller)
 “Zen and the art of Change Management “(Dutmers)

Contact us for further discussion, training or
change management services –

Andrew Cahoon :
andrew.cahoon@gmail.com
9/10/2009 512-968-5401 17

Change Management Workshop

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