IT’S A JUNGLE OUT THEREChange Management Business Series

SURVIVAL GUIDES FOR

IMPLEMENTING CHANGES EVEN IN SEEMINGLY HOSTILE ENVIRONMENTS

Presented by Joe McMahon Contact us at leadingchange101@gmail.com

©2016 “It’s a Jungle Out There” Change Management Business Series – Organizational Change Management

WHY WOULD ANYONE NEED A SURVIVAL GUIDE FOR

CHANGE MANAGEMENT?

WHY WOULD ANYONE NEED A SURVIVAL GUIDE FOR

CHANGE MANAGEMENT?

JOE MCMAHONCybersecurity and Business Risk Management Consultant

Principal strategist and advisor for large scale organizational transformations and alignment of Capital Planning and Investments Controls (CPIC) to business priorities/assigned missions and

cybersecurity strategies.

Results oriented leader with a proven track record for developing adopted strategies for enterprise-wide business/IT transformations in the Department of the Navy and Department of the Interior. Served in numerous senior management and board positions, including CIO and Chairman, in

corporate, federal, defense, academic, and non-profit sectors with award winning results.

Teaching experience covers wide range from undergraduate principles of leadership and management to military aviation flight and tactics.

Speaker - Panel Moderator - Workshop Facilitator

www.linkedin.com/in/joemcmahon1000leadingchange101@gmail.com

757-383-4124

Session I - Part IOrganizational Change Management

Presented by Joe McMahon Contact us at leadingchange101@gmail.com

Session 1: Part IIKOTTER’S 8 STEPS FOR LEADING CHANGE

Presented by Joe McMahon Contact us at leadingchange101@gmail.com

©2016 “It’s a Jungle Out There” Change Management Business Series – Organizational Change Management

Discover skills that influence the changes auditors wish to see in the organization and beyond. This session will address how internal and external organizational and human factors will

support and/or limit implementation of audit recommendations.

AN AUDITOR'S ODYSSEY FOR ORGANIZATIONAL CHANGE.

ORGANIZATIONAL MATURITY LEVELS

Level 1: Ad Hoc

Level 2: Reactive

Level 3: Structured & Proactive

Level 4: Managed & Focused

Level 5: Continuous Performance Improvements

DIMENSIONS:• Leadership• Culture & Values• Strategic Thinking &

Planning• Alignment• Performance Measurement• Performance Management• Process Improvements• Sustainability

Level 1: Ad Hoc

Level 2: Reactive

Level 3: Structured & Proactive

Level 4: Managed & Focused

Level 5: Continuous Performance Improvements

DIMENSIONS:• Leadership• Culture & Values• Strategic Thinking &

Planning• Alignment• Performance Measurement• Performance Management• Process Improvements• Sustainability

You?

Your Organization?

ORGANIZATIONAL MATURITY LEVELS

WHY ORGANIZATIONS DON’T LEARNby Francesca Gino and Bradley Staats, Harvard Business Review (Nov 2015)

• Bias Toward Success• Fear of failure

• Fixed mindsets

• Overreliance on past performance

• Attrition bias

• Bias Toward Action• Exhaustion

• Lack of Reflection

• Bias Towards Fitting In • Believing we need to conform

• Failure to use ones strengths

• Bias Towards Experts• Overly narrow view of expertise

• Inadequate frontline involvement

PERCEPTION VS REALITYDealing with situations where everyone is convinced

they have the “right” answer

It’s a hose!

It’s a rope!It’s a tree!

"Change for change’s sake does not always result in progress.“

• Opportunities and pitfalls

• When and why to initiate change

• Risk of too little too late, too much too soon, or just too much

“Failure is not fatal, failing to change might be.” - John Wooden

FREQUENTLY ASKED QUESTIONS

1. How do we modify the existing operations model to accommodate new work practices, processes and routines?

2. How do we intentionally create tomorrow while we simultaneously execute today?

3. How do we nurture the talent we have today to become more viable and productive for tomorrow?

4. How do we lead the plethora of changes required to make this business a success?

KEYS TO SUCCESSFUL CHANGE IMPLEMENTATION

1. Clearly define the change

• Clear advantage over the “old way.”

• Compatible with the existing mission and values of the organization.

• Easily understood (it is not overly complex).

• “Try-able.” Employees can try it out on a limited basis and “learn by doing.”

• “Observable.” Employees see others engaged in the change and the feedback they receive is positive.

2. Management is supportive of the change

• Senior leaders are engaged and educated.

• The board is engaged and educated.

• The staff is engaged and educated.

KEYS TO SUCCESSFUL CHANGE IMPLEMENTATION

3. There is an implementation “champion” who has the power and charisma to overcome indifference or resistance to the change

• Employees recognize that the change is a major priority, which will be

supported and rewarded by the organization.

• Resources (time, money, people, and equipment) are available to

implement the change including training and practice.

• Policies and procedures are changed to support and sustain the

change.

• Job descriptions and performance appraisals are changed to support and

sustain the change.

KEYS TO SUCCESSFUL CHANGE IMPLEMENTATION

4. The effectiveness of the change is evaluated

• Plans are made to collect the necessary data.

• Evaluation results are communicated to all members of the organization.

Results of the evaluation are integrated into plans to continually improve the new processes

KEYS TO SUCCESSFUL CHANGE IMPLEMENTATION

Opportunities are usually

disguised as hard work,

so most people don’t

recognize them.

Break TimePresented by Joe McMahon Contact us at leadingchange101@gmail.com

Session 1: Part IIKOTTER’S 8 STEPS FOR LEADING CHANGE

Presented by Joe McMahon Contact us at leadingchange101@gmail.com

Creating A Climate For Change

1. Create a sense of urgency

2. Create a coalition

3. Develop a vision and strategy

Create A CoalitionTeam Dynamics - Tuckman Model

FORMING STORMING

NORMINGPERFORMING

• Relationships are well understood

• Committed to team roles

• Begins to work to optimize team processes

• Team committed to performing well

• Focuses on being strategic

• Team runs well without oversight

• Higher degree of guidance required from managers

• Individual roles are unclear

• Process usually not well established

• Understanding how decisions are made

• Purpose is clear, but relationships are blurry

When “I” is replaced

by “we”

even “Illness”

becomes “wellness”

Engaging And Enabling The Whole Organization

4. Communicate the vision5. Empower the action6. Get quick wins

Easy To AchieveDifficult To Achieve

Big Impact

Small Impact

Quick Wins

Little Value

Big Goals

Not WorthDoing

Look for the solutions and not the problems

Learn to focus on what will give results

Implementing And Sustaining Change

7. Leverage wins to drive change8. Embed in culture

“Change is inevitable. Growth is optional.” - John Maxwell

“If you don’t like change, you’ll like irrelevance even less”

- Gen Eric Shinseki

Change Management Lecture Series

• Organizational Change Management• Managing Strategic Change• Team Building for Change Implementation• Business Process Reengineering• Strategic Workforce Planning• Achieving Results That Matter

Break TimePresented by Joe McMahon Contact us at leadingchange101@gmail.com