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Leading Through the Whitewater of Change October 22, 2015
Insperity Webinar Series
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Kristine Gunn Human Capital Consultant Insperity®
TODAY’S PRESENTERS
Michelle Mikesell Managing Director, MidMarket Consulting and Development Insperity®
Leading Through the Whitewater of Change
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Introduction • Why change is difficult to assimilate • Best practices at the heart of achieving
change • The role of corporate culture • Q&A
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The nature of “change” has changed
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Over the last 50 years, the average lifespan of S&P 500 companies has
shrunk from around 60 years to closer to 18 years.
Source: Harvard Business Review, The Art of Corporate Endurance, April 2014
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POLL: What level of change is your company currently experiencing?
ü No change ü Minor change ü Significant change ü Constant change
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More than 70 percent of all major change initiatives are
unsuccessful.
Source: Ko"er International, The 8-Step Process for Leading Change
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Why is Change so Hard?
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Two sides to every change • Rational
Somewhat predictable, knowledge and skills
• Emotional Under the surface, motivation
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Three reasons change is resisted: • They don’t understand it (intellectual) • They don’t like it (emotional) • They don’t like you (personal)
We tried that before. It’s not our
problem.
We can’t take that chance. What a waste of
time and money!
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Current Transi,on Desired
Leading Through the Whitewater of Change
Three Phases of Change
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Current Transi,on Desired
EMOTION: • Loss of control • Disorientation (everything
seems different) • Detachment • Shock, fear • Depression • Loss • Resentment (more work)
CLOSING THE GAP: • Repe,,ve communica,on • Town hall mee,ngs • 1:1 mee,ngs • Transparent conversa,ons • Ac,ve listening • Truthful reassurance • Support with tools and
resources • Celebra,ng elements of the
past worth remembering
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Three Phases of Change
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Current Transi,on Desired
EMOTION: • Anxiety • Lethargy • Overwhelm • Concerned about
competence • Creativity • Anticipation • Experimentation
CLOSING THE GAP: • Smaller, obtainable goals • Create and celebrate
small wins • Build on momentum • Tap into creativity • Reward excellent failures
Three Phases of Change
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Current Transi,on Desired
EMOTION: • Acceptance, confidence • Satisfied, internally
commi"ed • Compliant, amenable • Competent • Stable
CLOSING THE GAP: • Highlight successes and
transforma,on to encourage • Crea,ng confidence &
acceptance for future change/challenges
Leading Through the Whitewater of Change
Three Phases of Change
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POLL: What resistance factor does your organization experience most?
ü People don’t understand the change. ü People don’t feel capable of making the
change. (Lack skills or confidence) ü People lack motivation to change. ü There are too many changes.
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Determining Readiness, Sequencing and Capacity
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Readiness, Sequencing, Capacity
What else is happening in the organization right now? • What other initiatives or priorities are diverting our
a"ention from completing or continuing this change effort? • How much change is going on right now? • What are the benefits of implementing this change for
employees and managers? • How have past changes been managed?
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Readiness, Sequencing, Capacity
Is this a priority? • How urgent is the situation? • What are the consequences of doing nothing? • What are the overall risks associated with a failed
implementation?
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Pilot Test • How did they feel about the change? • What were perceived concerns? • What were they excited about? • What barriers might exist in terms of
cascading out to the whole group?
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Building the Communication Plan
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Change Management Communication Template
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Inspire a Shared Vision • Story so far • Business case/rationale • What won’t change • What will change • Q&A
“Clarity helps to dissolve resistance.” - Chip and Dan Heath, Authors of
Switch: How to Change Things When Change is Hard
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Making Change “Stick”
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Engage Change Champions
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Recruit Adaptive People • Look for optimism as a
personality trait • Look for untraditional
solutions • Hire for character and
execution
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Foster a Change Ready Culture • Encourage fast
approvals • Tolerate uncertainty • Reward excellent
failures • Recognize/reward those
who try new things
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Track Your Results • Modify performance
systems to recognize change leaders
• Provide consequences to ineffective managers
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Case Study: Insperity client organization
• U.S. based gourmet food manufacturer with 350 employees faced with restructuring and layoffs
• Leadership meetings • Town hall meetings • Individual meetings • Quick wins • Quarterly measures
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“The secret of change is to focus all of your energy, not on fighting the old, but on
building the new.”
- Socrates
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Questions?
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Thank you for joining us
For more information, or to speak with an Insperity Business Performance Advisor about your business, visit
insperity.com/acg or call us at 866-814-6817.
Insperity®, a trusted advisor to America’s best businesses for more than 29 years, provides an array of human resources and business solutions designed to help improve business performance. Insperity® Business Performance Advisors offer the most comprehensive suite
of products and services available in the marketplace. Insperity delivers administrative relief, be"er benefits, reduced liabilities and a systematic way to improve productivity through its premier Workforce Optimization® Services. Additional company offerings include
Human Capital Solutions, Payroll Services, Time and A"endance, Performance Management, Organizational Planning, Recruiting Services, Employment Screening, Financial Solutions, Expense Management, Retirement Services and Insurance Services. Insperity business performance solutions support more than 100,000 businesses with over 2 million employees. With 2014 revenues of $2.4 billion,
Insperity operates in 57 offices throughout the United States.