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Why Your 2015 Plans may ALREADY be in Danger

The Mistakes You Can Avoid

“Know-How is not Enough”

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Presentation Agenda

• What is commonly done by businesses at this time

• What we can expect – Our look into the future

• Why sub-optimization happens

• How we can “bend” the future

WHAT IS COMMONLY DONE BY BUSINESSES AT THIS TIME

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Now is the Time When

• We purchase systems, tools, and technology

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Now is the Time When

• We sandbag expectations

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Now is the Time When

• We turn up the sunshine pump

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Now is the Time When

• We force tactics into poorly defined strategies…and seek self-preservation.

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• We look for a panacea

Decisions

• New tools, applications, and systems are purchased

• Headcount is added (or subtracted)

• Organizations are re-organized, re-aligned, and re-structured

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WHAT WE CAN EXPECT…

Our look into the future

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Outcomes

• AT BEST – no change in performance• More likely

– Expenses incurred– Confusion/frustration/time-wasted– Missed opportunities

• Because you did not do “Due Diligence” or analysis to understand the BUSINESS ISSUE, leading to…– A repeat of it to come again next year

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WHY IT HAPPENS

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Definition of Insanity – “Doing the same thing over and over and expecting different results”

What is Neglected

• Change requires PEOPLE to succeed– How does this impact me?

– What do you expect me to do differently?

– How will performance be measured?

– What new skills or tools will be required?

– WIIFM

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HOW CAN WE BEND THE FUTURE?

Catch Errors Before They Happen

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Postinitiative

Results of Several Years of Client Experiences

• ZAHN Consulting, LLC recently concluded an exhaustive review of the successes and failures of 67corporate client initiatives

• Results can be broken into three(3) buckets or classifications

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Pre-initiative

Duringinitiative

Review of Client Engagements• 25 companies included

– CPG– Retail– Technology

• 67 initiatives– Introduction of tools/applications– Skills training– Change in roles/reporting structure

• Size– Global– Domestic– Regional

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Pre-initiative Pre-Initiative

Step Mistake to Avoid

1. Identify needs and prioritize Assume executive in his/her office has a handle on needs

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Pre-initiative Pre-Initiative

Step Mistake to Avoid

1. Identify needs and prioritize Assume executive in his/her office has a handle on needs

2. Survey “worker bees”/Identify roles of others in initiative

Neglect to provide feedback and outcomes

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Pre-initiative Pre-Initiative

Step Mistake to Avoid

1. Identify needs and prioritize Assume executive in his/her office has a handle on needs

2. Survey “worker bees”/Identify roles of others in initiative

Neglect to provide feedback and outcomes

3. Determine desired outcomes/Explain new expectations

Default to “check the box” initiative without clear goals or results

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Pre-initiative Pre-Initiative

Step Mistake to Avoid

1. Identify needs and prioritize Assume executive in his/her office has a handle on needs

2. Survey “worker bees”/Identify roles of others in initiative

Neglect to provide feedback and outcomes

3. Determine desired outcomes/Explain new expectations

Default to “check the box” initiative without clear goals or results

4. Determine and communicate steps of initiative

Maintain secrets about initiative steps, progress, duration, timing, etc.

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Pre-initiative Pre-Initiative

Step Mistake to Avoid

1. Identify needs and prioritize Assume executive in his/her office has a handle on needs

2. Survey “worker bees”/Identify roles of others in initiative

Neglect to provide feedback and outcomes

3. Determine desired outcomes/Explain new expectations

Default to “check the box” initiative without clear goals or results

4. Determine and communicate steps of initiative

Maintain secrets about initiative steps, progress, duration, timing, etc.

5. Identify roles of others in initiative Exclude initiative team members

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Pre-initiative Pre-Initiative

Step Mistake to Avoid

1. Identify needs and prioritize Assume executive in his/her office has a handle on needs

2. Survey “worker bees” Neglect to provide feedback and outcomes

3. Determine desired outcomes/Explain new expectations

Default to “check the box” initiative without clear goals or results

4. Determine and communicate steps of initiative

Maintain secrets about initiative steps, progress, duration, timing, etc.

5. Identify roles of others in initiative Exclude initiative team members

6. Decide on metrics Be too ambiguous or uncertain

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Duringinitiative During-Initiative

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Step Mistake to Avoid

1. Explain why the change is needed Tell, demand, command – without explanation of WIIFM (reason or rationale)

Duringinitiative During-Initiative

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Step Mistake to Avoid

1. Explain why the change is needed Tell, demand, command – without explanation of WIIFM (reason or rationale)

2. Clarify resources, tools, process/procedures, and objectives

Inconsistent provision of performance expectations

Duringinitiative During-Initiative

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Step Mistake to Avoid

1. Explain why the change is needed Tell, demand, command – without explanation of WIIFM (reason or rationale)

2. Clarify resources, tools, process/procedures, and objectives

Inconsistent provision of performance expectations

3. Facilitate, engage, involve (learner-centric)

Lecture and only provide uni-directional information flow (instructor-centric)

Duringinitiative During-Initiative

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Step Mistake to Avoid

1. Explain why the change is needed Tell, demand, command – without explanation of WIIFM (reason or rationale)

2. Clarify resources, tools, process/procedures, and objectives

Inconsistent provision of performance expectations

3. Facilitate, engage, involve (learner-centric)

Lecture and only provide uni-directional information flow (instructor-centric)

4. Mastery of content/Practice No opportunity to try new skills

Duringinitiative During-Initiative

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Step Mistake to Avoid

1. Explain why the change is needed Tell, demand, command – without explanation of WIIFM (reason or rationale)

2. Clarify resources, tools, process/procedures, and objectives

Inconsistent provision of performance expectations

3. Facilitate, engage, involve (learner-centric)

Lecture and only provide uni-directional information flow (instructor-centric)

4. Mastery of content/Practice No opportunity to try new skills

5. Support of new behavior Presentations without acknowledgement of concerns

Post-Initiative

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Step Mistake to Avoid

1. Evaluation Rely on subjective vs. objective standards or level of performance/current standing or ranking

Postinitiative

Post-Initiative

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Step Mistake to Avoid

1. Evaluation Rely on subjective vs. objective standards or level of performance/current standing or ranking

2. Management’s Mentorship/Coaching Assume that “HR” does skills training, “IT” does system training, etc., not first-level manager

Postinitiative

Post-Initiative

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Step Mistake to Avoid

1. Evaluation Rely on subjective vs. objective standards or level of performance/current standing or ranking

2. Management’s Mentorship/Coaching Assume that “HR” does skills training, “IT” does system training, etc., not first-level manager

3. Job-Aids Forget to offer quick “refreshers” or reference tools to use on-the-job.

Postinitiative

Post-Initiative

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Step Mistake to Avoid

1. Evaluation Rely on subjective vs. objective standards or level of performance/current standing or ranking

2. Management’s Mentorship/Coaching Assume that “HR” does skills training, “IT” does system training, etc., not first-level manager

3. Job-Aids Forget to offer quick “refreshers” or reference tools to use on-the-job.

4. Testimonials Neglect to share successes of others

Postinitiative

Post-Initiative

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Step Mistake to Avoid

1. Evaluation Rely on subjective vs. objective standards or level of performance/current standing or ranking

2. Management’s Mentorship/Coaching Assume that “HR” does skills training, “IT” does system training, etc., not first-level manager

3. Job-Aids Forget to offer quick “refreshers” or reference tools to use on-the-job.

4. Testimonials Neglect to share successes of others

5. Contests Fail to appeal to the competitive nature of people to be recognized

Postinitiative

Post-Initiative

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Step Mistake to Avoid

1. Evaluation Rely on subjective vs. objective standards or level of performance/current standing or ranking

2. Management’s Mentorship/Coaching Assume that “HR” does skills training, “IT” does system training, etc., not first-level manager

3. Job-Aids Forget to offer quick “refreshers” or reference tools to use on-the-job.

4. Testimonials Neglect to share successes of others

5. Contests Fail to appeal to the competitive nature of people to be recognized

6. Rewards/Incentives Assume that people will do it because “you told them so.”

Postinitiative

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Change Management Approach

Specific Initiatives

• ADKAR Change Management Model

• Business Transformation Readiness Assessment

• Strategy Alignment Assessment

• Root Case Analysis• Job/Task Analysis• Business Process

Assessment/Redesign

• Technology/Product Recommendation

• Skill Analysis• Skills Development• Cross-Function

Collaboration• Implementation Support• Measurement and

Evaluation• Reinforcement and

Integration Support

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There is Still Time to Salvage 2015 Plans

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Contact ZAHN Consulting, LLC now to “right the ship” andensure your 2015 Plans deliver the results projected.

It is not too late!

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For Additional Information

• ZAHN Consulting, LLC can be reached at 203.269.9290 or at davidzahn@zahnconsulting.com to discuss your training or other consulting needs

THANK YOU FOR ATTENDINGFor a copy of this presentation – click here

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